Strive is proud to be a Co-Founder of The Launch Collective: A 350+ strong Community of Internal GTM Recruiters at SaaS Vendors and VCs.
As part of the Community, we run regular 'Lunch & Learn Sessions', which are open to all our members who want to learn more about a particular topic. Whilst there is a Community Host, these are open events for people to share ideas and learn from other!
One of our recent Sessions was hosted by Jim Miller, VP of People & Talent at Ashby and was around the discussion point of 'Doing More with Less' - and this blog gives you a brief summary of some of the discussion points that arose.
Please reach out to a member of the team to gain access to the full Key Takeaways document!
We have captured below, a summary of session and some of the areas we will cover throughout this blog include:
- Candidate Attraction
- Strategy and Planning
- Candidate Evaluation
If you would like to join The Launch Collective, you can find out more information here!
Candidate Attraction
- Understand and use your historical data to guide your candidate attraction efforts.
- Your aim should be to get to the end of the hiring process and have three strong candidates in place to chose from - how long therefore does the job advert need to be open to generate a pipeline large enough to fill the role three times over?
- By putting an end date on a job advert, rather than keeping it rolling, you are creating urgency whilst giving candidates time to apply.
- Create a project of potential candidates ahead of a role becoming open. When the role opens, contact the candidates giving them the deadline for applying - converting a passive candidate to an active one.
- Focus on the quality of the candidates applying to your role:
- Compensation Transparency on every role
- Revamp Job Descriptions
- Nurture relationships with passive candidates
- Use a sequence of questions at application stage to capture true skill, rather than just auto-reject questions which people can ultimately lie on!
Strategy and Planning
- Build up data points to ensure your predictive analysis is more enriched and therefore trustworthy.
- Work with the wider business to break down hiring as close to weekly as you can .
- Avoid the peaks and troughs of Quarterly headcount planning where all the roles (and therefore activity) are front-loaded at the start of each Quarter, putting pressure on the TA team and not maximising efficiency.
Candidate Evaluation
- Consider running a multi-stage Resume review. Whilst this is multi-stage, it doesn't need to take a long time - if you know when your job advert is closing, you can pre-book time for this in your (and the HM diaries). Suggested stages were:
- Review for the one critical aspect of the role the candidate must be able to do - this should remove a large number of unsuitable candidates.
- Review for all criteria related to the JD and only move the best forward.
- Using ratios from previous searches, shortlist with the HM to only move the required number through to 1st stage interview - thereby knowing you are only progressing the best in your pool.
- This can help reduce Time to Hire, as you are then running all candidates through the process at the same time. Being patient at the start and 'filling up the bucket' will allow you to evaluate everyone equally and only progress the strongest candidates.
- This can also support DEI efforts as you are reviewing the entire candidate pool, not just the first X that apply.
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Adam Richardson
Co-Founder and Director
